Hiring Manager:

• Spearheading dynamic revenue and market driven programs is my expertise. As both a Program Manager and team leader, I have a broad base of technical experience in hardware and software systems development, wired and wireless systems deployment, engineering, vendor relations, sales support and project management.
• I use exceptional verbal and written communications skills in fast-paced, highly visible environments to achieve success. Strong technical knowledge augments my communication and organizational skill making me a highly sought after Project and Program Manager. I maintain strict attention to detail, while understanding and responding to the big picture. As a leader, I quickly see what will and won't work and form an optimal strategy and execution plan.
• I am a pragmatic leader with a history of actionable recommendations and successful results. My strong technical knowledge has always been a tremendous asset as it augments my excellent communication and organizational skills. I have used these skills to foster strong relationships with my customers allowing them to feel confident in my recommendations of new products and services driving additional revenue to my organization. Executives that I have served recognize that while I maintain strict attention to detail, I understand and respond to the big picture. Those who have supported my projects know that I work tirelessly to clear roadblocks and ensure their individual success.

In Summary:

• Most commonly used tools: PlateSpin and vSphere for the migration and transformation P2V VCE vBlock and Cloud technologies for the Transformed environment and Hitachi for Storage and TSM and NetBackup for backup solutions. - most all of my datacenter upgrades, migrations, and moves include these technologies. These are the big players in the IT space and I am very familiar with the technologies and the companies.
• 15yrs. project management experience supporting financial, U.S. government, or large commercial clients in a client-facing role. - Lead project teams on DoD, USPS, Dept of Homeland Security, General Motors, FBI, US Senate, US Marshals, Hewlett Packard, Verizon, City of San Diego and other Fortune 100 companies.
• PMP certification. - Certified since 2003 as PMP, Six Sigma and Microsoft Certified Systems Engineer MCSE
• Project management of large, complex technical initiatives. - 1500 Server Datacenter for Verizon, eBusiness suite of Call Center Applications for the US Air Force, 30 Applications supporting nationwide voice portal services.
• Understanding of contracts, particularly service-level agreements. - Manage all projects to contracted SLAs by tracking Key Performance Indicators through the completion of the project.
• Superior verbal and written communication, including executive-level briefing experience. - Daily exercise communication skills to VP level executives and in past roles to Mayoral and Congressional Committees Sub-committees
• Project-based leadership experience with matrixed resources in multiple locations. - 90 of all my projects have been in a matrixed environment. Managing and negotiating resource allocations is a standing task.
• Microsoft Office suite. - Certified in MSOffice suite since 2003 and daily use of Office 2007 more recently Office 2010
• Ability to work on multiple projects simultaneously in a high-pressure environment.-as a program manager in many roles I have to manage a portfolio of projects. Allocating personal time and resources is common place.

career history

Confidential

As Program Director, served as customer-facing technical team leader of Seneca's Professional Services team. Led teams of technical employees and subcontractors to deliver software, system engineering, IT and network infrastructure projects. Primary responsibility for managing the full life cycle of complex, moderate to high risk projects from design through operations and maintenance to final turnover to client. Additional responsibility of ensuring new consulting engagements by working with sales to evaluate strategic business issues, identify requirements, create business case justifications and propose appropriate enterprise solutions and position for new procurement opportunities among existing clients. Worked independently, traveled 75 of time and manage cutovers during evening and weekend maintenance windows. In depth knowledge of government, IT and telecommunication industry best practices, including ITIL and PMI methodologies, played a vital role in the successful implementation of complex technical solutions. Projects have included voice over IP conversions, eCommerce software solution development and implementation, web based MS Exchange and MS Project software implementation projects, server consolidation, data center migration strategy, planning and implementation as well as data center optimization, consolidation or relocation activities. Managed and/or assisted in the acquisition of 80 of the company's 20 most lucrative projects during tenure. Major client Confidential

MOST RECENT ASSIGNMENT

Acted as primary point of contact for Migration Consolidation Portfolio Leadership ensuring successful collaboration and partnership between the business and IT in order to effectively execute on a portfolio of projects that maximize business value through Migrations into a new architecture. My most common migrations are Datacenter ITO and Consolidations using PlateSpin and vSphere for the migration and transformation P2V VCE vBlock and Cloud technologies for the Transformed environment Hitachi for Storage and TSM and NetBackup as backup solutions. The portfolio consisted of several medium to large sized business intelligence projects and/or programs that supported the achievement of Global Network Service goals. As Migration Consolidation Portfolio IT Lead oversaw the planning and execution of project and/or program activities and resources to ensure that established cost, time, and quality goals were met. Worked with minimal supervision, possessing strong customer relationship management skills, and consistently demonstrated high emotional intelligence. From a delivery perspective, responsible for applying IT best practices and project management expertise to project deliverables, processes, and systems in order to meet or exceed stakeholder needs and expectations. Additionally, exercised and continued to grow an already proven experience toolset leading successful cost saving measures and operational efficiency initiatives in a large, matrixed global organization.

DUTIES

Provided a single point of contact for the Business, addressing concerns, escalations and issue resolution. Owned and maintained the IT budget for the portfolio which entailed proactive oversight and management of resources and demand forecasts. Supported IT functional teams and management for effective, efficient, and successful project delivery/execution. Partnered closely with HP Portfolio Managers for capacity planning and delivery management for the portfolio. Provided IT direction and oversight on a complex portfolio of HP investment initiatives. Developed and promoted portfolio/program processes and controls for scope, budget, risk and issues to ensure all aspects of the program were delivered according to the overall plan. Managed quality of delivered projects within Portfolio through understanding business needs and overseeing development to ensure that projects deliver business value. Engaged and collaborated with Business Sponsors in projects and formulated strategic partnerships in a one team operating model. Identified changes required for projects that needed to invoke contingency plans. Managed day to day direction and coordination of the overall health of the portfolio. Communicated portfolio/program/project status and health to both Business and IT Leadership. Obtained organizational support for required project resources people, equipment, software, etc. to meet portfolio delivery demands and business expectations.

Position specific questions

• Manages projects throughout the project lifecycle As the project director for Seneca Consulting, I drove and owned the requirements of the project from inception to delivery, managing the development of required documentation and driving the development process to a complete solution according to our commitments. I provided technical leadership during solution development and deployment, converted client business needs into specific detailed functional requirements to which my technical team would deliver. I worked to clarify and drive project commitments. I also established and maintained clear chains of accountability through development and continual maintenance and execution of the master project plan and rollout schedule. I provided continuous assessment of project risks and mitigation approaches to internal and external executive staff and led project reviews to assess schedule, solution architecture and process. As in any project, I worked to facilitate communication, conflict resolution and negotiate within the project team.
• Works with stakeholders to formulate and define project scope and objectives and to define project requirements and deliverables - As the Boost Product Manager, I worked to define, develop and manage the product strategies and roadmap for new prepaid wireless voice and messaging service. I developed and maintained the product and business process documentation including billing, provisioning, operations, regulatory compliance and customer support. I managed project schedules and work tasks within a matrix environment to ensure deadlines were met and maintained overall responsibility for product profit and loss.
• Experience in complex software deployment projects - In all my senior roles, I have managed all aspects of the software development life cycle including requirements gathering and analysis, creation of project plan with project deliverables, systems design/architecture, systems specification production, software development, application support, program and systems testing to documentation and end-user training. With Lockheed Martin, I was asked to participate in a major corporate CRM application implementation that was to integrate into a global financial system for the US Air Force. This project ran the entire SDLC. I planned and scheduled global CRM implementations, managed the software change process including testing and implementation. I acted as liaison with third party vendors and managed those vendors throughout the software project lifecycle while managing internal customer expectations throughout the software project cycle. I worked to ensure IT standards, procedures and techniques, specifically in respect of software development, were maintained. I had oversight and support of the internal reporting requirements and systems, ensuring documentation and training were available and updated as new software releases became available.
• Establishes communications with interdependent projects, works collaboratively to meet deliverables. - My excellent understanding of MS Project is my key tool in managing multiple deliveries and prioritizing tasks. Having led nationally dispersed teams on separate implementations for NCS Pearson/TSA is a prime example of multiple projects at different stages running simultaneously. On this project, two of my islands were in separate time zones which added a greater complexity on time management. My constant focus on the project plan coupled with building high accountability from my project teams allowed me to deliver projects on or before the scheduled delivery date.
• Plans and directs activity definition and sequencing, project schedules/milestones, deliverables, cost estimates, quality requirements plan.- I've led cross-functional project teams on small, medium and large projects through the development of the following: project charters that concisely defined the scope and objectives of the project work breakdown structures that included deliverables, work phases and activities network diagrams identifying precedence relationships, durations, responsibilities and resources validation/compression of project schedules to ensure a quality plan and compliance with deadlines. In these mentored clients in the use of project management tools and methods ensuring that project teams were following the established project management process and continued to promote PMI project management practices within the client organization.